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Academic year 2014-15

Innovation Management

Degree:	Code:	Type:
Bachelor's Degree in Computer Science	21455	Optional subject
Bachelor's Degree in Telematics Engineering	21758	Optional subject
Bachelor's Degree in Audiovisual Systems Engineering	22668	Optional subject

ECTS credits:

Workload:

100 hours

Trimester:

3rd

Department:	Dept. of Information and Communication Technologies
Coordinator:	Juan Carlos Dürsteler
Teaching staff:	Juan Carlos Dürsteler
Language:	English
Timetable:
Building:	Communication campus - Poblenou

Introduction

"Gestió de la Innovació" (Innovation Management) is part of the cluster of subjects related to Management, Regulation and Innovation and is one of the 3 optional subjects available to all students.

Innovation has become the main vectro for compettiveness in the western world during the last decades. This has been more conspicuous specially after the financial crisis of 2008, that has derived into a deep economic crisis. This has put innovation in the rank of fundamental tool to maintain competitveness and allow the companies to survive.

Since innovation is deeply linked to the ability to uild teams and lead them properly within a competitive and changing framework with a high reluctancy to chenge, it constitutes a relatively distant experience to the student.

For this reason it's not advisable to introduce innovation as a conceptual subject. On the contrary the idea is to expose the student to business cases and experiences enablin him/her to incorporate the circumstances that usually surround and determine the course of innovation.

Accordingly, the main objective of the course is the introduction of the main concepts, fundamental activities and best practices related to Innovation and its management in companies, Research centres and public entities as well. The vehicle for this is group reflection about the concepts, the practice of creativity and the comparative study of real business cases of innovation.

Prerequisites

In principle there's no prerequisite, other than having genuine interest in the field

Associated competences

Transversal competences	Specific competences
Instrumental 1 Capacity for analysis and synthesis 2 Ability to organize and plan. 3 Decision Making Skills. 4 Ability to communicate properly in English, both orally and in writing to expert and inexperienced audiences Interpersonal 1 Ability to work in teams 2 Leadership Sistemic 1 Ability to generate new ideas and to apply creativity techniques. 2. Ability to integrate change and adapt to changing environments	1 Identifying the nature of innovation, differentiating it from invention and R+D. 2 Being able to structure simple procedures of creativity and ideation. 4 Understand the general outline of the processes involved in the management of Innovation 5 Understanding the importance of protecting intellectual property and patents 6 Understanding the structure of the barriers to change present in the projects and be able to make a Gantt chart. 7 Understand and apply basic elements of economy and human resource management, Project oganization and planning, and legislation, regulation and standardization as well

Transversal competences

Specific competences

Instrumental
1 Capacity for analysis and synthesis

2 Ability to organize and
plan.

3 Decision Making Skills.

4 Ability to communicate
properly in English, both orally and in writing to expert and inexperienced audiences

Interpersonal

1 Ability to work in teams
2 Leadership

Sistemic

1 Ability to generate new ideas and
to apply creativity techniques.
2. Ability to integrate change and adapt to changing environments

1 Identifying the nature of innovation, differentiating it from invention and R+D.

2 Being able to structure simple procedures of creativity and ideation.

4 Understand the general outline of the
processes involved in the management of
Innovation

5 Understanding the importance of protecting
intellectual property and
patents

6 Understanding the structure of the barriers to change present in the
projects and be able to make a Gantt chart.

7 Understand and apply basic elements of
economy and human resource management,
Project oganization and planning, and legislation,
regulation and standardization as well

Assessment



	Element	Oblig.	Assess	Grouping	Weight in score (%)	Recoverable
Theory Exam		Si	Professor	Individual	45%	Yes
	Casos - Seminar 1 - Seminar 2 - Seminar 3 - Seminar 4 - Seminar 5 - Seminar 6 - Seminar 7 - Seminar 8	Yes Yes Yes Yes Yes Yes Yes Yes	Professor	In group 5 groups of 4 in each seminar, rotating	5% 5% 5% 5% 5% 5% 5% 5%	No No No No No No No No
Continuous assessment		No	Professor	Individual	Up to 15%	No
	- Asistencia - Incentivas - Participación	No	Professor	Individual	Up to 15%	No

Programme
T1. Course Introduction, definition of Innovation

Definition
Why is it important
Differentiation
Innovative attitude
Types of innovation
○ Incremental
○ Disruptive
Paradigms and change

T2. Importance of innovación

Productivity
Innovation as a vector for productivity
Innovation vs. R+D
Impact of innovation
Why shoud we innovate?

T3. Problem definition and resolution

Problem definition
Transformation
Sevral approaches to problem solving

T4. Idea generation, Creativity techniques

Creativity
Divergente / convergent processes
Creativity techniques (Forced relations, Brainstroming, Clustering, Slip
writing, Pin card, SCAMPER, 6 thinking hats)
Transformation
Invention vs Innovation

T5. Startegies for Innovacion: products and services

Evolution of innovation
Post indsutrial trends
Classic economy vs Innovation
Mision and vision
Adaptation to the environment
Change management in products, processes, ervices and business models.
Roadmapping
The rol of R+D
Research
Development
The R+D Process
Time to market and other restrictions

T6. Estrategy and Environment (1)

Business competitvity and environent
Productive environments
○ Evolution and current model

○ Models: Triple helix, creative economy, living labs, etc.

T7. Estrategy and Environment (2) : Local systems of innovation

What are them and how to make them thrive
Key persons
Clusters
Transforming projects

T8. Busines models

Definition
Business Model Canvas
Empathy maps
SWOT
Innovation based in Business models

T9. Open Innovation

The traditional paradygm
Transition to open innobvation
The rol of users and customers
Innovation Brokers

T10. Roadmapping

Sustainable innovaton
The concept of Roadmap
Roadmapping technique

T11. The innovative organization

The internal organization of companies

○ Value chain
○ The ambidextrous organization
○ Organising for innovation
○ Innovation cultura, change management
External organization
○ Collaborative environments
○ El liderazgo innovador
○ Motivation/incentivation/evaluation

T12. The process of Innovation Management, Project Portfolio management.

Projects and processes
Stage gate
Pproject Portfolio
Priorization. Performance indicators
Project Management

T13. Technological innovation Dynamics

Technological innovation
Industrial Lifecycle
○ The dominant design
Dynamics of technological innovation
○ LThe S curve - technologies lifecycle.
Disruptive technologies
○ Behaviour of the leader
Technology Adoption cycles
○ Gartner hype cycles

T14. R+D management 1: Strategy

Innovation and R+D
○ models
Coherence of the technological strategy
Formulation of the technological strategy
○ Technology tree
○ CBuilding on strengths

T15. R+D management 2: Management

Profitability of R+D activities
Functions and challenges of R*D management
Project- Technology Matrices
Managing R+D projects
○ Internalization vs. Externalizar

T16. Technology Intelligence and technology protection

ntelligence:

○ Identifying the needs
○ LThe sources
○ Analyze, process and valuate
○ Traditional vs Advanced Intelligence
Technology Prospective
Protection of the technology
○ Need and utility
○ PIntelectual Prperty vs Industrial Property
○ Patentability requirements
○ Competitive dynamics
○ The effective period of protection

T17. Technology Transfer

The technology market
○ Buying/ Subcontracting / Licensing / Aliances
The emergence of technology transfer
Variants oftechnology transfer
The licence contract
Indirect advantages of technology transfer

T18. Science and Technology Systems

Actors of the innovation system
○ Developers vs Facilitators
Public polocies of innovation support
○ "Market failure"
○ Market pull vs. Technology push
○ Direct incentives: subsisy vs financing
○ Indirect Incentives
The Catalan System of Science and Technology
International Benchmarking of Innovations systems

Methodology

The methodology used in the course is divided into several groups according to the three types of class taught. In the theorethical lectures the presentation of concepts predominates combining the magistral style with the presentation of relevant problems in order to define a
concept. These problems are discussed by the students trying to agree on a definition
or reach a conclusion on what should be the ideal solution to that particular case

The practical sessions are understood in this context as work around the concepts appeared in the theory that are put into action. Item such as creativity techniques, the different approaches to defining problems or the study of complex cases are discussed in class groups. Whenever possible the practical classes follow immediately the theoretical ones. They don't require prior preparation beyond the care and assistance to the theoretical class in order to maintain continuity and immediate application of lwhat has been learnt.

The seminars are based on the presentation of a case, typically that of a company that exemplifies some of the concepts or behaviors studied. The
student, forming part of a team has to perform a search, using research techniques, addressed to understand the company at stake, the reasons of its behaviour and build an assessment of the parameters of the case. All this is complemented with the public exposition and support of his/her findings relating the lessons acquired in theory with the specifics of the case.

Resources

Basic material

Innovación abierta. Henry W. Chesbrough, Plataforma, 2009 ISBN 9788496981539
Innovación 6.0, Xavier Ferràs, Plataforma, 2010, ISBN-13: 978-8496981485

Strategy and Envirnment

Michael Porter “On competition”, “The competitive advantage of nations”...
Richard Florida “The flight of the creative class” y “Who’s your city?”
Henry Etzkowitz “Triple Helix”
– J. M. Hernández y Alberto Pezzi: “Clusters y Competitividad: el caso
de Cataluña (1993-2010), Papers d’economia industrial, Generalitat de Catalunya, 2010
– R. Urbanos i A. Stoyanova: “Tecnologia, Talento y Tolerancia en el
desarrollo económico de Cataluña”, Papers d’economia industrial, Gen. de Catalunya, 2011
Papers d’economia industrial: http://goo.gl/CpswJ
www.tci-network.org (cluster practitioners network)

The innovative organization

AUSA: http://youtu.be/K_MVDC8OAJQ
La Fageda: http://youtu.be/zodiVrsNUeM
Gary Hamel: The future of Management

Dynamics of technological innovation

Clayton M. Christensen: “The innovator’s dilemma”
James M. Utterback: “Mastering the dynamics of innovation”
Geoffrey A. Moore: “Dealing with Darwin”
Wired magazine - http://www.wired.com/

Strategy and Management of technology: